What does it take to be a good manager? While leadership is most often associated with guidance or direction, management is identified as the process of dealing with things or people. Leadership tends to focus on the big picture, vision, direction, where management focuses on today—where the rubber meets the road. In both leadership and management, it is growth in your people skills that will increase your effectiveness. Here are four critical skills sets for good management:

Motivate well. A manager should have a positive, optimistic streak, and a desire to see his team flourish and individuals within it performing well. Scripture tells us, “Whatever you do, work heartily, as for the Lord and not for men” (Colossians 3:23). This is a reminder that every facet of management has a spiritual component for the Christ-follower. We are working for a higher purpose, and that is reflected in the pride we take in our work and the purpose for which we fulfill those duties. Every day, do your very best, and encourage others to give their best as well.

Employees who receive praise and appreciation are more likely to value their job and execute their duties with a strong work ethic. Never underestimate the value of a verbal thank you, or more formal expressions of gratitude like gifts, bonuses, promotions or public recognition. Further, a good manager connects his team’s work with fulfilling the larger mission of the organization, and reminds employees of this regularly. Management keeps the why in front of people as the go.

Know your business. You cannot manage well what you do not fundamentally understand. General knowledge is not a substitute for a well-rounded and in-depth knowledge of the business you are managing. Scripture tells us, “For which of you, desiring to build a tower, does not first sit down and count the cost, whether he has enough to complete it?” (Luke 14:28). In other words, a good manager can measure each facet of the work, and can see how to get from start to finish. He must be able to do this in order to bring others along the path with him.

A manager who does not understand clearly the various facets of their business should invest time in continuing education, mentoring or formal training. And he should consult with experts in the specific disciplines needed across the organization’s operations. This practice also goes to problem-solving. A good manager will meet with employees to learn about problems and help to solve issues.

Listen and communicate. A manager’s communication skills are important. This begins with active listening—not listening to respond, but rather to understand. Avoid interruptions and hear complete thoughts. Solicit and accept constructive feedback. Encouraging people to express their ideas and to come to a manager with issues or concerns helps build trust in the manager.

Lack of communication or poor communication can severely handicap a manager’s ability to move an organization forward. When people do not know what is happening, or believe their thoughts and opinions are falling of deaf ears, they will quickly disengage. This makes communicating event the most basic and important information impossible. A manager must commit to regular (daily) communication and ensure he is listening more than he is talking.

And remember the Bible’s admonition that communication should be kind and thoughtful. Ephesians 4:29 says, “Let no corrupting talk come out of your mouths, but only such as is good for building up, as fits the occasion, that it may give grace to those who hear.”

Organize and schedule. 1 Corinthians 14:40 reminds us, “But all things should be done decently and in order.” Last-minute instructions and lack of structure are difficult for people to process. Disordered life and work by a manager will frustrate those around him. Instead, grow in your ability to think ahead, make a plan, delegate tasks and keep to a schedule.  

For larger projects, consider creating and posting a schedule or timeline. For ongoing work, document weekly tasks and ensure all employees know what must be completed and by when. A sense by employees when coming to work that they have a clear understanding of what must be completed today grows their confidence in their manager’s work plan and their competency to get it done.